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Impact of Ownership Type on Environment–Strategy Linkage and Performance: Evidence from a Transitional Economy

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  • Justin Tan

Abstract

In this study I contend that the ownership type has a significant impact on the environment–strategy configurations amongst different firms in a transitional economy. The influence of ownership type on the environment–strategy configuration is tested, based on an analysis of surveys of 201 managers from four types of companies in China: state‐owned, collectively‐owned, privately‐owned, and foreign joint ventures. Results support the central notion that each ownership type exhibits a distinct environment–strategy configuration, which in turn has important performance implications for the firms.

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  • Justin Tan, 2002. "Impact of Ownership Type on Environment–Strategy Linkage and Performance: Evidence from a Transitional Economy," Journal of Management Studies, Wiley Blackwell, vol. 39(3), pages 333-354, May.
    • Handle: RePEc:bla:jomstd:v:39:y:2002:i:3:p:333-354
    DOI: 10.1111/1467-6486.00295
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